With our long experience in dealing with modernization programmes and the multi-year institutional contracts signed between big international private entitites and the governments of developing countries, at Innseco we have seen that:
In a lot of countries, although 'modernisation' programs (customs, judicial system, energy sector) have been in implementation for many years, the national institutions are still not able to ensure the continuance of operations themselves and remain dependent on the foreign private entity with whom they signed a contract.
ASo, it is common, for example, that an inspection company will renew its contract with the management of a developing country's customs institution after 10 years of operations, despite the fact that after a much lesser period, the customs institution should already be fully trained and autonomous...
There are two main reasons that explain why this is the case:
1. It is usually in the interest of the private operator that his contract be renewed year after year. So the emphasis given to training, which should be focussed on the transfer of skills, is often not adequate. Furthermore, most of the contracts signed between institutions and the international company do not include the participation of a local partner, who, after receiving training should be capable of helping ensure the continuance of operations.
2. The IT compenent – of modernisation programmes in particular – is of essential importance. However, most modernization programmes do not have contracts signed directly with IT companies. As such, most programmes coverning the modernization of customs – and which include the integration of an electronic platform – are signed exclusively between the state institution and the private company with expertse in the customs area.
Dans le meilleur des cas, la société privée offrira une très bonne expertise sur les questions douanières, mais devra par contre, souvent sous-contracter la partie informatique, n'ayant la plupart de cas, ni l'expertise, ni les ressources internes suffisantes. Ceci implique que beaucoup de retard sont occasionnés par de longs délais dans les développements informatiques.
In the best of cases, the private company will provide very good expertise in customs issues, but nevertheless often sub-contract the IT component. This is due to their lack of IT expertise or sufficient internal resources. This leads to overall delays.
In terms of world economic growth, it is currently the developing countries that are recording the highest growth rates. The expectations of these countries are no longer met by the old-style ways of working. Only by proposing win-win partnerships can a company or private entity successfully take advantage of the African, South American and Asian institutional markets. As such the models of partnerships elaborated by Innseco are based on the following:
- Institutional contracts BOT (Built Operate Transfer), where the transfer of knowledge is an integral part of the program. This compulsory transfer from the operator to the institution is made according to an an agreed and contractual deadline.
- Innseco, thanks to its international partner network, puts the most competent company directly (no intermediary) in touch with the institution.
In a lot of countries, although 'modernisation' programs (customs, judicial system, energy sector) have been in implementation for many years, the national institutions are still not able to ensure the continuance of operations themselves and remain dependent on the foreign private entity with whom they signed a contract.
ASo, it is common, for example, that an inspection company will renew its contract with the management of a developing country's customs institution after 10 years of operations, despite the fact that after a much lesser period, the customs institution should already be fully trained and autonomous...
There are two main reasons that explain why this is the case:
1. It is usually in the interest of the private operator that his contract be renewed year after year. So the emphasis given to training, which should be focussed on the transfer of skills, is often not adequate. Furthermore, most of the contracts signed between institutions and the international company do not include the participation of a local partner, who, after receiving training should be capable of helping ensure the continuance of operations.
2. The IT compenent – of modernisation programmes in particular – is of essential importance. However, most modernization programmes do not have contracts signed directly with IT companies. As such, most programmes coverning the modernization of customs – and which include the integration of an electronic platform – are signed exclusively between the state institution and the private company with expertse in the customs area.
Dans le meilleur des cas, la société privée offrira une très bonne expertise sur les questions douanières, mais devra par contre, souvent sous-contracter la partie informatique, n'ayant la plupart de cas, ni l'expertise, ni les ressources internes suffisantes. Ceci implique que beaucoup de retard sont occasionnés par de longs délais dans les développements informatiques.
In the best of cases, the private company will provide very good expertise in customs issues, but nevertheless often sub-contract the IT component. This is due to their lack of IT expertise or sufficient internal resources. This leads to overall delays.
In terms of world economic growth, it is currently the developing countries that are recording the highest growth rates. The expectations of these countries are no longer met by the old-style ways of working. Only by proposing win-win partnerships can a company or private entity successfully take advantage of the African, South American and Asian institutional markets. As such the models of partnerships elaborated by Innseco are based on the following:
- Institutional contracts BOT (Built Operate Transfer), where the transfer of knowledge is an integral part of the program. This compulsory transfer from the operator to the institution is made according to an an agreed and contractual deadline.
- Innseco, thanks to its international partner network, puts the most competent company directly (no intermediary) in touch with the institution.